DEOGRATIAS HARORIMANA, 13-Feb-08 @ 19:31PM

CALL FOR CHAPTER PROPOSALS

CALL FOR CHAPTER PROPOSALS
Proposal Submission Deadline: April 15th 2008
Full Chapter submission deadline: August 31st 2008
Cultural Implications of Knowledge Sharing, Management and Transfer:
Identifying Competitive Advantage
A book edited by Deogratias Harorimana, Southampton Solent University

http://www.cybertech-pub.com/requests/details.asp?ID=358

Introduction
Several studies including Nonaka (1994) and Nonaka and Takeuchi (1995) have presented knowledge creation models, widely described as a SECI model, that describes knowledge creation as a continuous dialogue between tacit and codified knowledge. Some researchers have described Nonaka’s model as inconsistent and lacking sufficient evidence to support some of its claims. Critics of the model argue that tacit knowledge is conservative but simultaneously a source of innovation. Others, however, do think that tacit knowledge is largely influential; and the success of its application is dependent upon the culture and identity of the recipients as well as the “reservoir” (Argote and Linda (2000)) willingness to engage in a process that is likely to require altering existing norms and behaviors at the site of origin .To date, however, studies have not investigated the relationship between the cultural and identity aspects and their may exercise influence on knowledge transfer process or vice versa.

There is no doubt among scholars that knowledge is critical to gaining a competitive advantage. Strategists have described networking and being able to access knowledge as the surest path to gaining to a competitive advantage. Moreover, the Organisation for Economic Cooperation and Development (OECD) in re-thinking corporation in 2014 have called senior Managers and CEO to rethink about their strategies concerning the development and protection of their intangible assets in much more volatile, competitive and global markets. Contributors towards the book may, develop theories and cases and propose models demonstrating how and what the corporate can do about identity and cultural differences that are key factors that are inhibiting and increasing costs to knowledge sharing and knowledge transfer. They will identify problems and show how corporations maximise on the benefits of sharing tacit knowledge which is seen as essential for new product development and innovation

Overall Objective of the Book

“Cultural Implications of Knowledge Sharing, Management and Transfer: Identifying Competitive Advantage” will gather contributions of scholars from different but related disciplines. The central aim of this manuscript is to illustrate, compare, and discuss models, perspectives, and approaches that can be helpful to understanding state-of-the-art current research on this topic. Contributions will be from different viewpoints and will depict the possible trajectories of future development. The purpose of this manuscript is to provide a “common interface” to scholars and practitioners, allowing for the communication between different disciplines and areas, with the hope that this “cross-fertilisation” can help to overcome the limitations of the single viewpoint. The assumption here is that a systematic comparison and discussion of different but converging models and approaches is essential in creating the foundations of a common language and agreed conceptual framework allowing the exchange of findings and ideas. Clearly, any multidisciplinary project is risky, since it involves different disciplines and academic approaches that can be too distant (and, sometimes, idiosyncratic). However, the nature of the problem makes the effort valuable and necessary. This book will help in understanding a broad picture of the state-of-the-art of the current research on the topic seen from different viewpoints, and depict the possible trajectories of the future developments. It will also enable the building of a common set of concepts, terms, references, and approaches in disciplinary areas that are sometimes too distant.

Target Audience
The principal audience will consist of scholars and researchers in the aforementioned fields. The book is designed to provide “food for thought” for the future research; however, practitioners might find the foundations for new ideas in a dynamic environment such as the managing culture complexities in their businesses and learn how to minimise the costs and risks. Graduate and post-graduate students would also find this book to be a useful reference resource.

Recommended topics include, but are not limited to, the following:
1. Culture and Knowledge transfer
2. Technology and culture
3. Linking tacit knowledge to innovation
4. Knowledge and innovations: Enhancing tacit knowledge
5. Knowledge Codification: Externalizing and Sharing Tacit Knowledge
6. Knowledge Development Tools
7. Knowledge Visualization
8. Tacit Knowledge, culture and virtual organizations
9. Identity and knowledge transfer
10. Linki

Eric Chan, 15-Aug-07 @ 10:01AM

Driving KM in Hong Kong

I was one of the drivers to kick start KM pilot projects at PCCW as early as 1998 and we were lucky enough to get the MAKE award in 2002. I have since then developed immense interest in KM and have helped other companies implement similar projects. Many companies have shown interest in KM for a short while but most of them do not have the patience nor persistence to transform their companies through this new management discipline. Top management support is key and concrete resource commitment is needed rather than lip service support.

Chris Macrae, 24-Nov-02 @ 14:17PM

any more details on which companies were best at which?

For example you listed about 8 main aspects that each company was judged on- it would be interesting to know which company was best at which or some other comparisons

They all look like pretty big companies. Were SMEs eligible and if so was there a way in which the blarger awareness of big companies was factored out from the actual comparisons?

Whilst writing; to join your core group, does one have to be situated in Asia?